c07 henslin9e

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A Down-to-Earth Approach 9/eA Down-to-Earth Approach 9/e

Chapter 7:Chapter 7:

Bureaucracy and Formal Bureaucracy and Formal OrganizationsOrganizations

Chapter 7: Bureaucracy and Formal OrganizationsCopyright © Allyn & Bacon 2008 2

““The idea that efficiency and practical The idea that efficiency and practical results should dominate human affairs.”results should dominate human affairs.”

The Rationalization of Society

The Rationalization of Society


Prior - Traditional OrientationPrior - Traditional Orientation

Past Best Guide for PresentPast Best Guide for Present

Protect Status QuoProtect Status Quo

Bases on Personal RelationshipsBases on Personal Relationships

Why Did Society Change?Why Did Society Change?


Post - Industrialization- CapitalismPost - Industrialization- Capitalism

Rationality - Most Efficient Rationality - Most Efficient

Going ForwardGoing Forward

Attention to Bottom LineAttention to Bottom Line



Marx: Capitalism Broke TraditionMarx: Capitalism Broke Tradition

Weber: Religion Broke TraditionWeber: Religion Broke Tradition

The Two Views TodayThe Two Views Today



““Secondary groups designed to Secondary groups designed to

achieve explicit objectives.”achieve explicit objectives.”

What Are Formal Organizations?

What Are Formal Organizations?


Characteristics of BureaucraciesCharacteristics of Bureaucracies

Clear LevelsClear Levels

Division of LaborDivision of Labor

Written RulesWritten Rules

Written Communication and RecordsWritten Communication and Records

Impersonality & ReplaceabilityImpersonality & Replaceability

Formal Organizations and Bureaucracy



““Ideal” vs. “Real” BureaucracyIdeal” vs. “Real” Bureaucracy

Extent of Bureaucracy - A Matter Extent of Bureaucracy - A Matter

of Degreeof Degree

Ideal vs. Actual Organizational ChartIdeal vs. Actual Organizational Chart




Red Tape - A Rule is a RuleRed Tape - A Rule is a Rule

Lack of Communication Between UnitsLack of Communication Between Units

Bureaucratic AlienationBureaucratic Alienation

Dysfunctions of Bureaucracies



Resisting AlienationResisting Alienation

The Alienated BureaucratThe Alienated Bureaucrat

Bureaucratic IncompetenceBureaucratic Incompetence




Goal DisplacementGoal Displacement

Perpetuation of BureaucraciesPerpetuation of Bureaucracies

Social Significance of BureaucraciesSocial Significance of Bureaucracies

BureaucraciesBureaucracies


Functions of Voluntary AssociationsFunctions of Voluntary Associations Advance Particular InterestsAdvance Particular Interests

Offer People IdentityOffer People Identity

Govern Nations and Maintain Social Govern Nations and Maintain Social

OrderOrder

These Apply to All or Most Voluntary These Apply to All or Most Voluntary

AssociationsAssociations

Voluntary AssociationsVoluntary Associations


Functions of Voluntary AssociationsFunctions of Voluntary Associations Mediate Between Government and Mediate Between Government and

IndividualsIndividuals Help Individuals Climb Occupational Help Individuals Climb Occupational

LadderLadder Bring People into Political MainstreamBring People into Political Mainstream Pave Way for Social ChangePave Way for Social Change

These Apply to Only Some Voluntary These Apply to Only Some Voluntary AssociationsAssociations



Shared InterestsShared Interests

Motivations for Joining DifferMotivations for Joining Differ

Experience High TurnoverExperience High Turnover

The Problem of OligarchyThe Problem of Oligarchy

Leaders Grow Distant from MembersLeaders Grow Distant from Members

Iron Law of OligarchyIron Law of Oligarchy



Self-Fulfilling Stereotypes Self-Fulfilling Stereotypes

and Promotionsand Promotions

Stereotypes and the Iron Stereotypes and the Iron

Law of OligarchyLaw of Oligarchy

Working for the Corporation

Working for the Corporation


Develop Rather than Impede PotentialDevelop Rather than Impede Potential

Access to OpportunitiesAccess to Opportunities

Distribute Power More EvenlyDistribute Power More Evenly

Can Bureaucracies Adapt?Can Bureaucracies Adapt?

What is the Cost of Change?What is the Cost of Change?

Humanizing the Corporate Culture



Work TeamsWork Teams

Corporate Day CareCorporate Day Care

Employee Stock OwnershipEmployee Stock Ownership

The Conflict PerspectiveThe Conflict Perspective

Fads in the WorkplaceFads in the Workplace




The Rise of the MicrochipThe Rise of the Microchip

Surveillance in the WorkplaceSurveillance in the Workplace

Monitoring Computer UseMonitoring Computer Use

Technology and the Control of Workers

Technology and the Control of Workers


How They DifferHow They Differ

Hiring and Promoting TeamsHiring and Promoting Teams

Lifetime SecurityLifetime Security

Almost Total InvolvementAlmost Total Involvement

Broad TrainingBroad Training

Decision-Making by ConsensusDecision-Making by Consensus

U.S. and Japanese Corporations



Myth vs. RealityMyth vs. Reality

Most Don’t Find Lifelong Job SecurityMost Don’t Find Lifelong Job Security

Management by Consensus FalseManagement by Consensus False



A Down-to-Earth Approach 9/eA Down-to-Earth Approach 9/e

Chapter 7:Chapter 7:

Bureaucracy and Formal Bureaucracy and Formal OrganizationsOrganizations

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